I’m a firm believer in the Hawthorne study/effect and have been practicing it for the past twenty years in my own business. By just paying attention, listening, and including your employees (individuals) one can expect dedication and loyalty in return. Not to mention increased productivity. My belief to being a successful manager is having, or developing, the ability to listen, and respect, the individuals you work with. I developed this management style only after working with a number of unskilled supervisors, promising myself I would not repeat the same poor methods once starting my own business.
**Describe a supervisor who was a poor supervisor (un-motivating, indecisive, uncaring, etc.) — what were their characteristics or actions that made you feel that way?
I’ve had a number of poor supervisors over the years. Ones that leave little room for growth; micro-manage every move; no one is right except the manager; input refused; the supervisor’s way or the highway. Supervisors of this nature in turn receive little to no respect, lack of loyalty, see a high turnover rate in staffing. Managers of this style also see little respect from upper management which in turn only fuels the manager to take it out on their subordinates. In all reality I owe my success to all the lack luster managers I ever worked with.
1 Comment for “M9 (Clark)”
I’m sorry about all the poor supervisors you had to deal with over your lifetime. In my opinion, supervisors who micro-manage ever move and are not receptive to employee expressions or feelings are counter productive for the company. To get the most out of your employees as a supervisor it is important to be flexible, understanding, and receptive to different peoples values/beliefs. I’m glad you were able to use those personal experiences with poor supervisors and manifest your own success out of it. Great post!